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Creating and Maintaining a Coalition or Partnership:


Quick Tips: Principles for Coalition Success

by Tom Wolff, AHEC/Community Partners


AHEC/Community Partners offers a variety of tip sheets on coalition building and maintenance at http://www.ahecpartners.org/resources/hcm/materials.shtml

Identifying one set of principles for successful coalitions is quite a challenge because of the great variety in what is called a "coalition." Not only do the definitions of coalition vary (from two agencies joining together in a grant submission, to a broad community group with representatives from every sector), but definitions of coalition success vary as well (i.e., we have succeeded if we get the Chief of Police to join our coalition vs. we have succeeded if we get the Chief of Police fired).

That said, there are a few general principles that can be adapted for most coalitions and partnerships.

Clearly define your shared mission and goals
Coalition members should clearly define their shared mission and goals to make sure that the identified goals incorporate the self-interests of the various constituencies. Coalition building requires both a willingness to set aside personal agendas for a common good, and a realistic understanding that addressing the self-interests of participants is crucial. Walking the tight rope between these agendas is critical to coalition success.

Include diverse members
Membership in coalitions needs to be inclusive, allowing all members of a community who endorse the coalition' mission to join in its efforts. Inclusive membership will occur only through active recruiting of the two power extremes in the community-the most powerful (business, clergy, city hall representatives, etc.) and the least powerful (members of neighborhood groups, youth, people of color, the poor, etc.). The geographic boundaries of the coalition will also be decided by those directly involved.

Plan for organizational competence
The coalition's organizational functioning and structure must be clear and competent enough so that the coalition can perform basic tasks effectively. This includes:
  • Effective leadership. Coalitions need to have clearly identified leadership structures, but also need to share leadership as broadly as possible. Building new leadership is a crucial role for coalitions, especially among community groups which have been disenfranchised.
  • A clear, democratic decision making process, which allows for broad input into decisions and for conflict and disagreement to occur and be resolved.
  • Most broad coalition efforts require experienced staff. The staff must have group and organizational process skills and community development philosophy and skills.
  • Coalitions must develop at least a rudimentary ongoing system of planning.
  • Active and effective communication is critical. This should occur both among members of the coalition and between the coalition and both the community and outside systems (i.e., the State).
  • Mobilization and effective use of resources from within the coalition (as well as from outside) is essential.
Focus on "doable" actions
Successful coalitions plan and carry out actions that are doable and thus prove their effectiveness to themselves and their communities through concrete results. Early achievements or victories will illustrate to the members and the community that change can occur. A short agenda of doable tasks also prevents a coalition from spreading itself too thin.

Affirm and celebrate!
Coalition activities need to include fun and must affirm the strengths and joys of the community. Indeed, one of the great gifts of effective coalitions to their members and to their communities is the gift of hope. This emerges from an optimistic coalition approach, one that says most problems can be effectively addressed. Leaders will help emphasize the hope and accomplishments of the coalition, as well as its process.

Be realistic about time, and persist
The agendas of broad coalitions that address the quality of life in communities can be overwhelming. The members need to take a long-range view, understanding that the coalition's agenda will take time and persistence. Although some single-issue coalitions are defined as short-term efforts, most coalitions require longer time frames to create the needed societal changes. Tackling big issues in manageable pieces holds for both long- and short-term efforts.

Monitor and assess
The process of developing a coalition to address quality of life issues in a community is very complex. The literature can provide us with some direction, but each coalition effort must be guided by its own internal review and evaluation process. Whether this review is done at an annual meeting discussion of the coalition's process and outcomes or through a more rigorous evaluation scheme, an effective coalition will have the capacity to learn from its successes and its disappointments, for it surely will have both.